Introductory description

This is an elective module available for WBS and non-WBS students. To find detailed availability and to apply for this module, log in to my.wbs.ac.uk using your normal IT login details and apply via the my.wbs module application system. Once you’ve secured a place on my.wbs you should apply via your home department’s usual process, which usually takes place via eVision. Note that you do not require the module leader’s permission to study a WBS module, so please do not contact them to request it.

Module web page

Module aims

Outline syllabus

This is an indicative module outline only to give an indication of the sort of topics that may be covered. Actual sessions held may differ.

A conceptual model of the strategic development process is introduced which identifies a set of essential elements for example:
vision development, strategy creation, strategy rehearsal and evaluation, performance measurement. Frameworks, methods and
models to support the development process include but are not limited to:

• Problem structuring methods
• Visioning approaches
• Strategy formulation approaches including SWOT / TOWS analysis
• Scenario planning
• Evaluation approaches
  The module will focus on a selection of methods; this selection may vary from year to year. The teaching style emphasises the
  practical application of techniques for strategy support through the use of case studies and group exercises.

Learning outcomes

By the end of the module, students should be able to:

• Understand the range of methods and models available to support the development of effective strategic decision making.
• Appreciate how methods to gather and structure data, to support divergent and convergent thinking and to assess qualitative data inputs can be incorporated within the strategy development process.
• Analyse information and present it in an intelligble form.
• Reflect upon the application of methods.

Indicative reading list

Core Text:
F A O'Brien and R G Dyson, Supporting Strategy: Frameworks, Methods & Models, Wiley, 2007.

Journal article /book lists are included with each lecture eg:
MM Crawford, and G Wright, 2022. The value of mass-produced COVID-19 scenarios: A quality evaluation of development
processes and scenario content. Technological Forecasting and Social Change, 183, p.121937.
RG Dyson (2004)‘Strategic development and SWOT analysis at the University of Warwick’,European Journal of Operational
Research, 152, 2004, 631-640.
G Hindle, and R Vidgen, R (2018) ‘Developing a business analytics methodology: A case study in the foodbank sector’, European
Journal of Operational Research, 268 (3)
M Kunc. and FA O'Brien (2017). Exploring the development of a methodology for scenario use: Combining scenario and resource
mapping approaches. Technological Forecasting and Social Change, 124, pp.150-159.
D O’Connell, K Hickson, A Pillutla (2011) Organisational visioning: An integrative review. Group & Organization Management 36
(2): 103-125
G Wright & G Cairns, Scenario thinking: Practical approaches to the future, Palgrave Macmillan, 2011

Subject specific skills

Apply the methods taught, including gathering data.

Transferable skills

Demonstrate written, analytical communication skills.
Utilise and develop analytic skills.
Use information technology (e.g. WP, www, specialist packages).
Work with others (e.g. teamwork).